WM2041: A Programme For Implementing An Environmental

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WM2041: a programme for implementing an environmentalrecovery1.Purpose1.1.The purpose of this paper is to set out the high-level response that was receivedthrough the consultation on the WM2041 plan and to outline some of the nextsteps we should take to move forward on addressing climate change. Clearlythis now needs to be within the context of COVID-19 and the transition to a‘healthier, greener’ West Midlands so the paper also covers actions that couldbe taken in this regard. This paper will cover: The feedback from the consultation on WM2041, pulling out priorities fromthe public, business and third sector responses. Outline the COVID-19 context for climate change and some of the actionsthat are in WM2041 and that can be taken forward immediately and overthe next twelve months. The longer-term plans for delivery of WM2041, moving from strategy todelivery at scale. Recommendations for moving forward.2.Recap on WM20412.1.In June 2019, the WMCA declared a climate emergency. In July 2019 theCombined Authority Board received a paper from the Tyndall Centre outliningthe trajectory that would be necessary in order to reach net zero carbonemissions by 2041. This work includes two interim carbon budgets of 36%reduction by 2022 and 69% reduction by 2027. The focus in on rapid transitiontowards a zero-carbon future where action must be ‘front-loaded’ – we will needto meet year-on-year carbon emissions reductions of 13% to reach that target.2.2.Following the production of the target, a ‘green paper’ was written to indicatehow the region could take action in order to reach net zero carbon emissionsby 2041. The paper contained 73 actions of varying scale, complexity andinvestment requirement and was approved by the Combined Authority Boardon 17th January 2020. The green paper was formally launched at an event on23rd January 2020, which began the period of consultation. This ran until 12thMarch 2020 and, during this time, a significant amount was done to publicisethe document and the opportunity to provide comment and input into it.2.3.The following section of this paper provides an overview of that consultationprocess before moving on to discuss the next steps for delivery.3.Update on WM2041 consultation3.1.The consultation on WM2041 was run through a number of different channelsand invited responses from business and organisations, as well as frommembers of the public. The latter were consulted through three different routes:1

3.2.A WMCA-hosted survey, which we pushed out through our owncommunications channels and in partnership with communications teamsin the local authorities.A Facebook Messenger questionnaire run using chatbots and coordinatedfor us by a company called Novoville who have done similar work for otherlocal authorities on their climate change plans.Through in-depth workshops run by an organisation called The DemocraticSociety.The following sections provide some high-level insight into the responses fromthe consultation. More detail can be found in Appendix 1 of this report.The business and organisation response3.3.These responses were received through email/ letter and the preparation ofstandalone documents to reflect on WM2041, the actions that were highlightedand the overall approach to taking action on climate change. We asked fourquestions as part of the consultation: Was anything missing? What are the barriers and challenges as well as the opportunities? What should accountability and governance look like? How should we involve citizens?3.4.The following draws upon the responses that were made by more than oneorganisation. Interim targets are needed on the route to taking emissions to net zero by2041, split by priority area. Retrofit was used as the example: e.g. howmany houses would we complete each year? What are the costs of doingso? What would the carbon savings be? Etc.Role of procurement: this needs to be strengthened through the report as itis an important way for the public sector to drive changeBe more explicit about links with flagship infrastructure projects, particularlyhow we will work to influence projects like the Commonwealth Games,Coventry City of Culture and HS2.Need to build a partnership across ALL sectors this will require us to thinkcarefully about the governance for delivery and what it should look like.Need annual reporting to understand how we are progressing against arange of measures – not just carbon.We should include Scope 1, 2 and 3 emissions in the planBe clear on financing – how are we going to pay for the scale of thetransition that will be required?Develop an action plan to set clear, time-bound targets, which will alsoprovide clarity about powers and where they sit – for example, what sitswith the WMCA and what powers sit with the local authorities.2

Public consultation3.5.There was significant input into the consultation, across several platforms andinvolving different models of engagement: Questionnaire (hosted on WMCA’s website): 415 people responded Facebook Messenger chatbot: 401 people responded In-depth workshops (these were run in Dudley and Solihull). These weresmall, focused events that brought together 16 people in total. They alsoran interviews with a selection of local authorities (Wolverhampton,Birmingham and Solihull) on their public engagement on climate change.3.6.The breakdown from this consultation is provided in Appendix 1, but there aresome key messages that we can take from the consultation process: Reducing road traffic (and promoting walking and cycling in particular), andpromoting energy efficiency in buildings, were seen as the best ways oftackling climate change.Government is seen as the most important source of information on climatechange. The respondents to the WMCA survey prioritised regional and localgovernment, the Facebook Messenger respondents prioritised nationalgovernment.In terms of what people are already doing to try and reduce their carbonfootprint, it falls into: Mobility – using public transport, reducing the number of flights taken,walking, cycling and using a car less. Food – both eating locally produced food as well as following avegetarian or vegan diet. Being conscious of energy consumption, for example turning things offat home and not over-heating the house. Recycling and waste reduction, particularly single use plastics.We need to work with people to develop the engagement andcommunication of the plans – this needs to be done through a diverse rangeof communication channels, including social media, video etc.The delivery of WM2041 needs to be done in an inclusive way to ensureeveryone is able to play a role in delivery.It is worth highlighting that a significant minority: consider themselves tohave no or basic knowledge of what to do; believe that they lack the moneyto make necessary changes; feel powerless to have any impact throughindividual action; believe that climate change is not as important as otherissues; and rarely or never take action to reduce their carbon footprint.What is the role of WMCA in public engagement?3.7.We also asked people, through the consultation, how they might like to beinvolved as the strategy is further developed and implemented. There are somekey principles that should form the basis of our future public engagement work:3

People want to be kept informed of the work that is happening on WM2041.A significant minority want to be more closely involved.We will respect place and subsidiarity – we do not need to lead everyconversation and will not be best placed to. However, we do need to beactive in making space for good engagement, supporting it, and listeningattentively.We need to ensure that we are designing communication and engagementthat is fit for purpose – this will depend on the programme or project, butalso thinking about our wider communication on WM2041.That transparency around programmes of activity, their delivery and thecontribution towards the carbon emissions target is fundamental.That governance for delivery is important to get right and that this needs toinvolve multiple stakeholders.3.8.The combined returns from the consultation period – including formal andinformal discussions at relevant events – will be folded into a revised version ofWM2041. It will remain important as our strategic vision for 2041, but will betranslated into five-year delivery plans, with carbon budgets assigned to them.However, the urgency of the climate crisis means that we also need to actimmediately; we cannot wait for delivery plans to be developed before we startimplementing change. As a result, we will also be putting programmes in placestraight away that take on board the context of the reset afforded by COVID-19as well as the results from the consultation on WM2041.4.Immediate next steps: a green recovery from COVID-194.1.The consultation process provided important insights and additions to theWMCA work on climate change. We are now, however, dealing with a newsetting in which to deliver this activity and this section will outline some of thepotential options for the region’s recovery from COVID-19 in the context ofWM2041. The pandemic has been challenging for individuals, households,communities and business, and we need to be mindful of this in terms of usinglanguage around opportunity. However, by “bouncing back better” there is thechance to facilitate a green, inclusive transition as we emerge from lockdownand to think about the lessons COVID-19 has taught us about communityresponse, behaviour change, resilience, the role of government regulation andthe need for action based on science. Indeed, comparisons have been madebetween COVID-19 and climate change, particularly in relation to how we tacklesomething that is both urgent and global (albeit over different timescales).Principles4.2.In recovery from COVID-19, there are some observations that will befundamental to the recovery and that should be taken into consideration:4

The UK Government has a statutory target of reaching net zero carbonemissions by 2050 and we are prepared to engage with them on a low carbonrecovery from the COVID-19 pandemic.As with COVID-19, there are many pathways to responding to climate change– we need to consider which of those are most effective and have greatestimpact. But the response needs to be systemic – it is only by thinking in wholesystems that it is possible to effectively tackle societal challenges like climatechange or a global health pandemic.Tackling the COVID-19 pandemic has shown that data and evidence are criticalin supporting response, but that government regulation has a fundamental roleto play in shifting behaviour to result in change at scale.There is a risk of a high carbon rebound from the COVID-19, particularly giventhe very low oil prices we are currently seeing. In addition, perception of thesafety of crowded public spaces (including trains and buses) could see peoplerejecting public transport in favour of personal transport options. This should beseen in the context that transport is already the biggest sector source of CO 2(by end user and source), and sector emissions have stayed relatively level for20 years.Conversely, the lower interest rates that are currently available might make thisa good time to look at a range of financial vehicles with a view to investment inlow carbon infrastructure.The impact of COVID-19 has not been even, in the same way that climatechange impacts in an unequal way. As a result, we should be thinking abouthow the recovery will support some of the most vulnerable people andcommunities in the West Midlands.There is growing evidence that pre-existing exposure to negative environmentalconditions has a direct impact on potential outcomes to disease – for example,research at Harvard University has concluded that a small increase in long-termexposure to PM2.5 [fine particulates] leads to a large increase in COVID-19death rate, with the magnitude of increase 20 times that observed for PM2.5and all-cause mortality1.Social isolation has highlighted the need to think about the spaces we cancreate for people to be together and thrive, for example in the way we designhousing, places and the public realm.The power of the community response to the COVID-19 pandemic hashighlighted the absolute requirement to work alongside people as agents ofchange and to understand how we give them the right support to do that.Timetable and approach4.3.It is currently unclear as to exactly what a recovery ‘timetable’ is going to looklike but it is likely that it will involve a series of steps as we transition from1Wu, X, et al. (2020) Exposure to air pollution and COVID-19 mortality in the United States,https://www.medrxiv.org/5

lockdown towards a ‘new normal’, including the possibility of further lockdowns,particularly at the regional level, should outbreaks spike in particular places.4.4.Given this we propose three categories for action in the coming 12 monthswhich are consistent with the approach set out in the Economic RecoveryProspectus: Urgent action: Moving out of lockdown (0-4 months) and consolidation (49 months) phases (Sections 4.7 – 4.29) – activities that will have immediateimpact and/or set a clear direction of travel for the kind of recovery weexpect in the West Midlands. 12-month priorities: Accelerating and embedding (9 months plus).(Sections 4.30 – 4.58) – activities that need to be pursued over the next 12months as key priorities within the wider recovery programme. 5-year delivery plan priorities: Mid-long term programmes that need tobe included in the first WM2041 5-year Delivery Plan. This will be preparedin conjunction will all relevant stakeholders during 2020 (Section 5).4.5.The actions being suggested in this section are also reflected in thinking comingthrough other networks that have expertise in this space. For example, theCOP26 Universities Network and C40 are highlighting how and where cityleaders and mayors can take leadership on reducing carbon emissions as partof the long-term recovery from COVID-19. The COP26 Universities Networkhas said that ‘The world could leap “from the COVID frying pan into the climatefire”, unless governments intervene to shift economies to clean pathways asthey recover’.4.6.On May 6th, the UK’s Committee on Climate Change wrote to the Prime Ministerurging a low carbon recovery from COVID-19. They outline 5 areas that shouldbe expanded immediately (all of these appear below in the WMCA plans): Investments in low-carbon and climate-resilient infrastructure. Supporting reskilling, retraining and research for a net-zero, well-adaptedeconomy. Upgrades to our homes ensuring they are fit for the future. Making it easy for people to walk, cycle, and work remotely. Tree planting, peatland restoration, green spaces and other greeninfrastructure.Urgent Action: Moving out of lockdown/ consolidation phases4.7.Activities that will have immediate impact and/or set a clear direction of travelfor the kind of recovery we expect in the West Midlands. These include: West Midlands Green Financing West Midlands Clean Growth Challenge WM Circular Economy Taskforce Community Green Grants Reinforcing the region’s energy infrastructure to support green growth6

Active TravelUrban Transformation Fund (Brownfield sites)Communications and behaviour changeWest Midlands Green Financing4.8.Since 2013, when Gothenburg issued the first green city bond, they havebecome a way of cities and regions funding low carbon infrastructure projects.In recent times there has been an increasing demand for green bonds frominvestors, which far outstrips supply. The WMCA Finance Team is currentlyexploring the potential for a green bond, as well as other financing options forlow carbon investment. Understanding financing options was a key requestfrom the consultation process.4.9.There is also the option to set up a ‘West Midlands Future Fund’, where publicfunds are used to crowd in private investment, thereby building a vehicle thatcould deliver on retrofit, for example. This could be a route for the WestMidlands Pension Fund to invest, for example (initial work could startimmediately on scoping the potential).4.10. Energy Capital has already started to look at this type of arrangement andcommissioned Enzen to develop a Green Infrastructure Fund2 proposal, whichcould be used to support a wide range of infrastructure projects required tounderpin the green recovery.4.11. Action: Establish an officer working group in May 2020 and take initialproposals to the next Energy and Environment Board by July 2020.WMCA Clean Growth (Recovery) Innovation Challenge4.12. The aim of this would be to support small innovative companies, who often findit difficult to push their solutions through a public procurement process, to workwith the WMCA on some of its challenges around clean growth. A competitionwould be run where broad challenges are put forward by the WMCA andorganisations pitch their ideas for grant funding to develop them.4.13. We are currently exploring the possibility of funding this through 5G funds withDCMS matched funding. We are also looking into corporate sponsorship.4.14. Action: Identify funding options/ sponsorship and to shape thechallenges that we would like to work on with a view to launching theChallenge in July with first winners announced in September.2A FundCo has been proposed, set up as a community interest company (CIC) providing discounted commercial loans toeligible projects and recovering its costs through the interest gained (or arrangement fees). This would need to be fundedinitially with funds drawn from LEPs, central government and other sources.7

WM Circular Economy Taskforce4.15. We will work with local partners, including the Circular Economy Club andInternational Synergies, to establish a Circular Economy Taskforce. TheTaskforce will take the first steps towards establishing a Circular EconomyRoutemap (described in 4.52-4.55 below).4.16. Action: First working group of local stakeholders that have expertise incircular economy policy and delivery organised for 14 May. Membershipfor the Taskforce will be discussed, and a potential Chair identified. Atimetable for the next steps will be taken to the Energy and EnvironmentBoard in June.Community Green Grants4.17. The mobilisation of people in response to COVID-19 has illustrated theimportance of community action. This is no less true in the response to climatechange, where we have seen places set up community action groups orcommunity interest companies to support, for example, energy efficiency,renewable energy provision or tree planting.4.18. COVID-19 has also seen a surge of interest in local parks and green spacesbut at the same time there is evidence that some communities have significantlyless access to such spaces than others.4.19. We are exploring options for a small grants programme, devolved to localauthorities and targeted towards particular places, to be able to build thecommunity response to climate change. This would be an important way ofmaintaining and repurposing some of the community activity that has been seenin recent weeks and sustaining interest in green spaces.4.20. Action: Identify funding stream, delivery partner and local authorityworking group by mid-June with a view to launching the programme inJuly and first grants made in September.Reinforcing the region’s energy infrastructure to support green growth4.21. Decarbonising industry, business, housing and transport in the West Midlandswill rely heavily on being able to draw low carbon power from the nationalenergy grid. Affordable connections to the network will depend on whetherOFGEM have allowed Western Power Distribution to invest sufficiently in thenetwork in the West Midlands to enable planned economic growth. If not,developers, industry and businesses who need network connections, may findthemselves being quoted millions of pounds for in

by 2041. The paper contained 73 actions of varying scale, complexity and investment requirement and was approved by the Combined Authority Board on 17th January 2020. The green paper was formally launched at an event on 23rd January 2020, which began the per

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